4/30/20

トヨタファイナンシャルサービスとKINTO、新型コロナウイルス感染症の治療にあたる医療従事者向け支援活動に協賛

Toyota City, Japan, May 1, 2020 - (JCN Newswire) - トヨタファイナンシャルサービス株式会社(以下TFS)と株式会社KINTO(以下KINTO)は、フードトラック事業を運営する株式会社Mellow(以下Mellow)とキャンピングカーのシェアリング事業を運営するCarstay株式会社(以下Carstay)が実施する新型コロナウイルス感染症治療にあたる医療従事者向け支援活動に協賛します。

同支援活動は、5月初めから東京および関東圏の病院に、Mellowがフードトラックを、Carstayがキャンピングカーを派遣し、新型コロナウイルス感染症の治療にあたる医療従事者の方々へ食事及び一時休息スペースを無償提供するものです。

TFSとKINTOは本支援活動資金の一部を拠出します。MellowとCarstay両社による医療従事者へのご支援の一助になる事を目的としております。

なお、株式会社デンソーも本支援活動に賛同し、キャンピングカー内の除菌、消臭のための「車両用クレベリン」を無償提供します。

トヨタグループでは、今回の新型コロナウイルス感染症の診断や治療に日夜ご尽力されている医療現場を支援する取り組みを、「ココロハコブプロジェクト」*の一環として位置づけております。

今後一日も早い感染拡大の収束を願うと共に、トヨタグループ各社が力を合わせて感染拡大の抑制や医療現場の支援に向けて、様々な側面から対策を検討し、迅速に取り組んでまいります。

本リリースの詳細は下記URLをご参照ください。
https://global.toyota/jp/newsroom/corporate/32486479.html

概要:トヨタ自動車株式会社

詳細は http://toyota.jp/ をご覧ください。





Copyright 2020 JCN Newswire. All rights reserved. www.jcnnewswire.com Via JCN Newswire https://ift.tt/2pbRN02

Greenbriar Capital Corp Reports $3,230,974 or $0.16 per Share of Net Income for Fiscal 2019

Coquitlam, British Columbia, May 1, 2020 - (JCN Newswire) - Greenbriar Capital Corp. (TSXV: GRB) (OTC: GEBRF) ("Greenbriar") is pleased to announce that it has recorded net income of $3,230,974 or $0.16 per share for the twelve (12) months ending Dec. 31, 2019. These Audited Financial Statements and the respective Management Discussion and Analysis are available for viewing at www.sedar.com.

About Greenbriar Capital Corp

Greenbriar is a leading developer of renewable energy and sustainable real estate. With long-term, high impact, contracted sales agreements in key project locations and led by a successful, industry-recognized operating and development team, Greenbriar targets deep valued assets directed at accretive shareholder value. Greenbriar and its advisors have closed over $180 Billion in renewable energy projects since 2003.

ON BEHALF OF THE BOARD OF DIRECTORS
"Jeff Ciachurski"
Jeffrey J. Ciachurski
Chief Executive Officer and Director

The TSX Venture Exchange has not reviewed and does not accept responsibility for the accuracy or adequacy of this release. Neither the TSX Venture Exchange nor its Regulation Service Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release. This press release may contain forward-looking statements. All statements, other than statements of historical fact, constitute "forward-looking statements" and include any information that addresses activities, events or developments that the Company believes, expects or anticipates will or may occur in the future including the Company's strategy, plans or future financial or operating performance and other statements that express management's expectations or estimates of future performance.

To view the source version of this press release, please visit https://www.newsfilecorp.com/release/55211



Copyright 2020 JCN Newswire. All rights reserved. www.jcnnewswire.com Via JCN Newswire https://ift.tt/2pbRN02

UA Prof Michael Schaller: Trump hasn't learned history's lessons on managing a crisis

TUCSON, AZ, May 1, 2020 - (JCN Newswire) - Early in 2020, China publicly reported a mysterious flu-like illness rampant for several weeks in the city of Wuhan. By the end of January, Chinese authorities isolated the city to prevent its spread.

The World Health Organization (WHO) warned member states of an impending pandemic from a novel coronavirus, named COVID-19. Like many emerging 'zoonotic' diseases, the virus likely originated in bats, spread to other animals, and then 'jumped species' to afflict humans who lacked inherited immunity. In the past 30 years, outbreaks of SARS, MERS, H1N1 flu, and Ebola had followed similar pathways.

By late-January, numerous health, economic and security advisers in and outside the Trump administration predicted that COVID-19 would spread globally with lethal impact. President Trump either ignored or disparaged these predictions, telling aides that he formulated policy based on his "instinct" or "gut," not the bellyaching of career officials and scientists he suspected of working for what he labeled the "deep state."

As a measure of his disdain for science, Trump had dissolved several working groups inside federal agencies that the Bush and Obama administrations had tasked with preparing for global health threats. Although no president could prevent a pandemic, the lack of preparation left the country woefully unprepared.

Nations have often responded to pandemics by blaming others. For example, the transmission of syphilis from the New World in the 1490s led Spain, France and England to accuse each other of creating the disease. The outbreak of bubonic plague in the 14th century was attributed to Jews.

The global influenza outbreak of 1918 was dubbed the Spanish flu, mostly because it was first reported that spring in Spanish newspapers that, unlike the wartime press in most countries, remained uncensored. The disease may actually have originated among soldiers in Kansas in the spring of 1918. When infections worsened in the fall, conspiracy mongers suggested Germany, near defeat, had unleashed a biological weapon.

Slow reporting of the 1918 flu contributed to worldwide deaths of over 50 million and as many as 600,000 American fatalities. Then, like now, few medical responses beyond masks, social distancing, and hand washing mitigated the spread. President Woodrow Wilson, who suffered a serious infection in Paris early in 1919 while negotiating the treaty ending World War I, remained oddly silent.

The nation's mayors took the lead in imposing public health measures. Cities like New York and St. Louis that strictly limited public gatherings, mandated wearing masks and closed many businesses, experienced lower infection and death rates than those like Philadelphia that ignored precautions. When Denver eased restrictions prematurely, the flu returned with a vengeance. Cities enforcing stringent restrictions recovered economically much faster than those that conducted business as usual.

In late-January 2020, Trump, like leaders in many countries, imposed a partial ban on travel from China, later extended to Europe. This probably slowed the initial spread of disease. However, the administration did little over the next six weeks to prepare for its inevitable arrival. It failed to stockpile essential medical equipment or develop testing protocols and quarantine procedures.

By initiating these measures early, South Korea, Hong Kong, Singapore and Taiwan successfully limited spread. In Spain, Italy, the United Kingdom and the U.S. where governments delayed action, death tolls spiked quickly.

During the spring of 2020, Trump first dismissed the disease as a "hoax" fanned by his political opponents, then blamed China and the WHO for covering it up. He described himself as a "cheerleader" for America and complained that active measures might negatively impact the stock market and other economic indicators - imperiling his reelection.

Although many politicians, journalists and public health officials initially misjudged the severity of the COVID-19 threat, few were as dismissive as Trump. He called the situation completely "under control" and predicted the virus would soon disappear "like a miracle."

On March 13, as infections spiked, Trump finally acknowledged the risk faced by Americans. He declared a national health emergency, created an inter-agency task force, suggested that people consider avoiding public spaces, and called on some businesses to close. In a head-spinning reversal, the president and his media allies insisted he had recognized the threat early on and had taken decisive action. He even promoted several untested "miracle cures."

By the late-April 2020, a million Americans had been infected and nearly 50,000 had died from COVID-19 complications. Urban residents, the elderly and those with underlying health issues such as diabetes, heart disease, and obesity were most at risk. The continued lack of widespread testing suggested that the actual totals were much higher.

As in 1918, governors and mayors took the lead in responding to the crisis. Early in April, most states closed schools, ordered the shuttering of non-essential businesses, and urged residents to remain home and avoid gatherings in order to slow disease transmission. Neo-logisms entered popular discourse. People spoke of "herd immunity," "social distancing," "contact tracing," "flattening the curve" and "sheltering in place."

Wearing face masks in public became common for the first time since the epidemic of 1918. The spread of the disease exposed chronic lapses in the nation's public health system, such as the folly of tying health insurance to employment as millions of workers lost their jobs. It also revealed the economic and health vulnerabilities of communities of color who suffered high death rates.

While it began as a health crisis, COVID-19 rapidly sickened the economy. As April ended, over 26 million workers, one in six, had lost their job. Projections of unemployment reached as high as 20%. So-called gig workers and low wage employees in the restaurant, hospitality and travel industry were especially hard hit. Air travel declined by an astounding 96%. Professional sports and theaters closed. Millions of employees with jobs worked remotely, while events like marriages and funerals were conducted online. Economists warned that national productivity (GDP) might decline by 30%. Nothing like this had happened since the Great Depression of the 1930s. Even then, the collapse took several years, not weeks. Trump predicted that prosperity would spring back as soon as the virus abated. Yet in the 1930s, even with major New Deal stimulus programs, the toll of the Great Depression lingered until the start of World War II.

Congress and the Federal Reserve rushed to assist unemployed individuals and cash-strapped businesses with multi-trillion dollar assistance packages. Although national politicians agreed on some points, many Democrats and Republics disagreed about how much temporary as opposed to long-term assistance should go to workers, local and state governments, and medical providers.

President Franklin Roosevelt utilized the crisis of the 1930s to promote major economic reforms such as Social Security, minimum wage laws, and public works programs. In 2020 the two parties disputed whether to link enhanced employment and health benefits to additional recovery aid. Days before Trump declared a health emergency, Dr. James Lawler, an infectious disease specialist who advised presidents George W Bush and Barack Obama, wrote to colleagues that no one could have prevented COVID-19 from coming to America. But as early as 2006 the nation had plans to meet the challenge of emerging diseases. His team devised responses resembling those followed in Hong Kong, Taiwan and Singapore.

Unfortunately, the Trump administration had "thrown out... the window... 15 years of institutional learning."

"Pilots," Lawler explained, know "what happens when a crew makes decisions based on intuition rather than what their instruments are telling them."

-------

This press release is the opinion and analysis of the writer.

Michael Schaller is regents professor emeritus of history at the University of Arizona. He has written several books on U.S. history, focusing on America's international relations. Contact him at michaelrschaller@gmail.com.



Copyright 2020 JCN Newswire. All rights reserved. www.jcnnewswire.com Via JCN Newswire https://ift.tt/2pbRN02

UA Prof Michael Schaller: Trump hasn't learned history's lessons on managing a crisis

TUCSON, AZ, May 1, 2020 - (ACN Newswire) - Early in 2020, China publicly reported a mysterious flu-like illness rampant for several weeks in the city of Wuhan. By the end of January, Chinese authorities isolated the city to prevent its spread.


Michael Schaller is regents professor emeritus of history at the University of Arizona.


The World Health Organization (WHO) warned member states of an impending pandemic from a novel coronavirus, named COVID-19. Like many emerging 'zoonotic' diseases, the virus likely originated in bats, spread to other animals, and then 'jumped species' to afflict humans who lacked inherited immunity. In the past 30 years, outbreaks of SARS, MERS, H1N1 flu, and Ebola had followed similar pathways.

By late-January, numerous health, economic and security advisers in and outside the Trump administration predicted that COVID-19 would spread globally with lethal impact. President Trump either ignored or disparaged these predictions, telling aides that he formulated policy based on his "instinct" or "gut," not the bellyaching of career officials and scientists he suspected of working for what he labeled the "deep state."

As a measure of his disdain for science, Trump had dissolved several working groups inside federal agencies that the Bush and Obama administrations had tasked with preparing for global health threats. Although no president could prevent a pandemic, the lack of preparation left the country woefully unprepared.

Nations have often responded to pandemics by blaming others. For example, the transmission of syphilis from the New World in the 1490s led Spain, France and England to accuse each other of creating the disease. The outbreak of bubonic plague in the 14th century was attributed to Jews.

The global influenza outbreak of 1918 was dubbed the Spanish flu, mostly because it was first reported that spring in Spanish newspapers that, unlike the wartime press in most countries, remained uncensored. The disease may actually have originated among soldiers in Kansas in the spring of 1918. When infections worsened in the fall, conspiracy mongers suggested Germany, near defeat, had unleashed a biological weapon.

Slow reporting of the 1918 flu contributed to worldwide deaths of over 50 million and as many as 600,000 American fatalities. Then, like now, few medical responses beyond masks, social distancing, and hand washing mitigated the spread. President Woodrow Wilson, who suffered a serious infection in Paris early in 1919 while negotiating the treaty ending World War I, remained oddly silent.

The nation's mayors took the lead in imposing public health measures. Cities like New York and St. Louis that strictly limited public gatherings, mandated wearing masks and closed many businesses, experienced lower infection and death rates than those like Philadelphia that ignored precautions. When Denver eased restrictions prematurely, the flu returned with a vengeance. Cities enforcing stringent restrictions recovered economically much faster than those that conducted business as usual.

In late-January 2020, Trump, like leaders in many countries, imposed a partial ban on travel from China, later extended to Europe. This probably slowed the initial spread of disease. However, the administration did little over the next six weeks to prepare for its inevitable arrival. It failed to stockpile essential medical equipment or develop testing protocols and quarantine procedures.

By initiating these measures early, South Korea, Hong Kong, Singapore and Taiwan successfully limited spread. In Spain, Italy, the United Kingdom and the U.S. where governments delayed action, death tolls spiked quickly.

During the spring of 2020, Trump first dismissed the disease as a "hoax" fanned by his political opponents, then blamed China and the WHO for covering it up. He described himself as a "cheerleader" for America and complained that active measures might negatively impact the stock market and other economic indicators - imperiling his reelection.

Although many politicians, journalists and public health officials initially misjudged the severity of the COVID-19 threat, few were as dismissive as Trump. He called the situation completely "under control" and predicted the virus would soon disappear "like a miracle."

On March 13, as infections spiked, Trump finally acknowledged the risk faced by Americans. He declared a national health emergency, created an inter-agency task force, suggested that people consider avoiding public spaces, and called on some businesses to close. In a head-spinning reversal, the president and his media allies insisted he had recognized the threat early on and had taken decisive action. He even promoted several untested "miracle cures."

By the late-April 2020, a million Americans had been infected and nearly 50,000 had died from COVID-19 complications. Urban residents, the elderly and those with underlying health issues such as diabetes, heart disease, and obesity were most at risk. The continued lack of widespread testing suggested that the actual totals were much higher.

As in 1918, governors and mayors took the lead in responding to the crisis. Early in April, most states closed schools, ordered the shuttering of non-essential businesses, and urged residents to remain home and avoid gatherings in order to slow disease transmission. Neo-logisms entered popular discourse. People spoke of "herd immunity," "social distancing," "contact tracing," "flattening the curve" and "sheltering in place."

Wearing face masks in public became common for the first time since the epidemic of 1918. The spread of the disease exposed chronic lapses in the nation's public health system, such as the folly of tying health insurance to employment as millions of workers lost their jobs. It also revealed the economic and health vulnerabilities of communities of color who suffered high death rates.

While it began as a health crisis, COVID-19 rapidly sickened the economy. As April ended, over 26 million workers, one in six, had lost their job. Projections of unemployment reached as high as 20%. So-called gig workers and low wage employees in the restaurant, hospitality and travel industry were especially hard hit. Air travel declined by an astounding 96%. Professional sports and theaters closed. Millions of employees with jobs worked remotely, while events like marriages and funerals were conducted online. Economists warned that national productivity (GDP) might decline by 30%. Nothing like this had happened since the Great Depression of the 1930s. Even then, the collapse took several years, not weeks. Trump predicted that prosperity would spring back as soon as the virus abated. Yet in the 1930s, even with major New Deal stimulus programs, the toll of the Great Depression lingered until the start of World War II.

Congress and the Federal Reserve rushed to assist unemployed individuals and cash-strapped businesses with multi-trillion dollar assistance packages. Although national politicians agreed on some points, many Democrats and Republics disagreed about how much temporary as opposed to long-term assistance should go to workers, local and state governments, and medical providers.

President Franklin Roosevelt utilized the crisis of the 1930s to promote major economic reforms such as Social Security, minimum wage laws, and public works programs. In 2020 the two parties disputed whether to link enhanced employment and health benefits to additional recovery aid. Days before Trump declared a health emergency, Dr. James Lawler, an infectious disease specialist who advised presidents George W Bush and Barack Obama, wrote to colleagues that no one could have prevented COVID-19 from coming to America. But as early as 2006 the nation had plans to meet the challenge of emerging diseases. His team devised responses resembling those followed in Hong Kong, Taiwan and Singapore.

Unfortunately, the Trump administration had "thrown out... the window... 15 years of institutional learning."

"Pilots," Lawler explained, know "what happens when a crew makes decisions based on intuition rather than what their instruments are telling them."

-------

This press release is the opinion and analysis of the writer.

Michael Schaller is regents professor emeritus of history at the University of Arizona. He has written several books on U.S. history, focusing on America's international relations. Contact him at michaelrschaller@gmail.com.


Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58823/

Greenbriar Capital Corp Reports $3,230,974 or $0.16 per Share of Net Income for Fiscal 2019

Coquitlam, British Columbia, Apr 30, 2020 - (ACN Newswire) - Greenbriar Capital Corp. (TSXV: GRB) (OTC: GEBRF) ("Greenbriar") is pleased to announce that it has recorded net income of $3,230,974 or $0.16 per share for the twelve (12) months ending Dec. 31, 2019. These Audited Financial Statements and the respective Management Discussion and Analysis are available for viewing at www.sedar.com.

About Greenbriar Capital Corp

Greenbriar is a leading developer of renewable energy and sustainable real estate. With long-term, high impact, contracted sales agreements in key project locations and led by a successful, industry-recognized operating and development team, Greenbriar targets deep valued assets directed at accretive shareholder value. Greenbriar and its advisors have closed over $180 Billion in renewable energy projects since 2003.

ON BEHALF OF THE BOARD OF DIRECTORS
"Jeff Ciachurski"
Jeffrey J. Ciachurski
Chief Executive Officer and Director

The TSX Venture Exchange has not reviewed and does not accept responsibility for the accuracy or adequacy of this release. Neither the TSX Venture Exchange nor its Regulation Service Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release. This press release may contain forward-looking statements. All statements, other than statements of historical fact, constitute "forward-looking statements" and include any information that addresses activities, events or developments that the Company believes, expects or anticipates will or may occur in the future including the Company's strategy, plans or future financial or operating performance and other statements that express management's expectations or estimates of future performance.

To view the source version of this press release, please visit https://www.newsfilecorp.com/release/55211

Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58845/

Hoo.com Founder Ruixi Wang: Dive into Blockchain with Great Ambition

BEIJING, May 1, 2020 - (JCN Newswire) - "We are counting down for Bitcoin halving 2020. But this time, the halving seems much more special compared to the previous two with the COVID-19 pandemic and its aftermaths. Bitcoin is facing its first real challenge as well as opportunity. The confidence the halving brings is more important than its actual market performance.

The COVID-19 pandemic might accelerate the downmarket, but it will also cause a quick reverse in the economy. From that perspective, the halving together with the pandemic will possibly have a positive influence on the crypto space. My prediction is that Bitcoin price will skyrocket to $100,000 by 2021."

That's how Ruixi Wang views Bitcoin's halving under the circumstances of the COVID-19 pandemic. What insights and cognitions does the 30-year-old entrepreneur have in the crypto and blockchain sphere? Why did he predict boldly that the price of Bitcoin would reach up to $100,000?

Blocklike had a conversation with Ruixi Wang, founder of Hoo.com, who shared his opinions on the blockchain industry and the 'evolutionary history' of Hoo.com.

The 30-Year-Old 'Veteran'

"Not being content with the status quo and always staying curious with new things were the two incentives that got me involved in blockchain. I have a technical background, so I've always been keen on technology and its progress, trends and development. I got to know cryptocurrency by chance years ago, and I was deeply attracted by its novel concept right away.

But I was in the wave of big data start-ups at the same time. I was a big fan of that too. So I got myself into a dilemma - which one should I pick? But after a few struggles, I turned to crypto in the end," Ruixi Wang recalled how he ended up in crypto.

Although he stepped into the space in its infancy, Wang's blockchain career was not always smooth.

Starting his blockchain trip by building a Bitcoin information navigator, Wang then worked for the mining team of a young talent Kaomao. He took over his mining machines and built his own company when Kaomao suddenly vanished. He also bought out PoW8.com, a cloud computing platform, and established an ICO investment platform before founding Hoo.com. The rapid changes forced Wang to challenge and to break himself. Now Wang has become a true 'veteran' with his 8 years' experience in the industry .

Looking back on the past, he summed up his experience with 'diving into blockchain with great ambition'. He said that inherent curiosity drove him forward, during which he had to face more challenges but also gained more opportunities than his fellow peers. At the same time, it was precisely his persistence and full confidence in the future of crypto that enabled him to adjust his positioning and quickly adapt a firm foothold in the rapidly changing industry.

Talking about his feeling towards 8 years in the sphere, Wang said: "What impressed me most were the volatile ups and downs of this industry. I withdrew from a stable job and quickly plunged into a new space. I've seen so many new faces pouring into the industry with so many old players leaving at the same time. Only those in my shoes would comprehend."

The 'get rich quick' myth is fading away, which leaves a bunch of outstanding companies and talents in the blockchain space. For that, Wang believes that perseverance and confidence are vital. "For the better development of the industry, we need companies and people with confidence in themselves but who are always willing to correct themselves at the same time."

"And it turns out true. Huobi, OKex and Binance merged immediately after BTCC, the first Chinese Bitcoin exchange, collapsed. These top exchanges made the industry bigger and better. On the other hand, crypto wallets like Bitpie have also made great contributions to the safe and sound development of the industry. I believe these people are persistent and confident in what they are doing and I also believe that they will have a bright long future," explained Wang.

The Road to Hoo.com

When it comes to his latest start-up Hoo.com, Wang feels lucky he seized the opportunity to do the right thing.

In 2017, Wang ran into the ICO heat when he was seeking for a transformation from the mining industry. With a technical background, he chased the wave and invested in quite many projects and tasted blood until ICOs were completely banned on September 4.

He had to seek another way out. Wang found that there were still gaps to be bridged in the asset management and financial system. He believed asset management would be the object of long-term inflexible demand in the industry. Therefore, Hoo Wallet was born. And that's the mission of Hoo - to solve the safety issue of asset management as a basic service.

Focusing on the mission, Hoo Wallet launched a co-management feature, Hoo Custody, Deposits and Lending services. In June 2019, Hoo.com was officially launched, along with two acquisitions, as a crypto exchange . It aims to be a one-stop blockchain assets service platform covering trading, savings, lending, asset custody and DEX, etc.

There are many more competitors in the exchange field than in wallets. How will Hoo stand out given the fact that Huobi, OKEx and Binance share almost all of the market? Wang explains that even though Hoo seemed to be a new player as an exchange, they have explored for two years in the savings and lending business as well as the node service for over 20 blockchains.

"The threshold for building an exchange is relatively low. There is too much propoganda and speculation. In fact, exchanges depend heavily on technology and marketing. It is hard to 'graduate' in the end. As for Hoo.com, we are well-equipped on the technical side. Apart from that, Hoo.com had a good start when it spent $10 million on the acquisition of Chaince and OAX and migrated their users directly," added Wang.

Besides, Wang is of the opinion that the top exchanges are greatly affected by the pandemic and the March 12 Black Swan event. All the exchanges are back at the starting point to some degree. What they will compete for next would be 'service'. It is true that the top players have taken much of the market, but from a perspective of the whole crypto financial market, there is still much space to explore, which means that there's still a lot of room to grow for top exchanges and there are huge opportunities for tier 2 and tier 3 exchanges.

The Ambitious Hoo.com

In Wang's opinion, there are often times when those who speak louder or make more noise seem to be more impressive. However, it's a matter of fact that a start-up cannot live without good products and services.
Calling himself an entrepreneur, Wang always has something in store for the business he built. From savings, lending to spot trading and perpetual contracts, the ambitious Hoo never stopped being just a wallet.

He points out: "So far, users seem to be satisfied with our savings, lending and derivatives products. But we still have a long way to go. We are aware of our problems. Anyway, facing up to your shortcomings is the first step to moving forward."

How does Hoo.com want to build its platform, and what kind of products and services will it provide?

Wang reveals to Blocklike that Hoo.com has two different goals in the medium and long term:
In the medium term, Hoo.com will focus on derivatives including futures, contracts and options. It will not be limited to the crypto space. They will build partnerships with well-known traditional financial organizations.

In the long term, the plan is to build a clearing system, which refers to the clearing between fiat and cryptocurrency. Hoo aims to bridge the gap between the traditional market and the crypto market.
The reason why Wang wants to build this clearing system is also based on his positive expectations for the blockchain industry.

He told Blocklike: "There is a lot of favorable news lately. The central bank accelerated its pace in DCEP adoption. BSN, the state level blockchain service network, is about to be commercialized. Ant Financial open chain was officially launched. Compared to the development of the Internet, blockchain technology welcomes a more competitive state involving companies, countries and the world for the next period, and it will prosper like the Internet."

Media contact:
Daniel Zhang
danielzhang@hoo.com
https://www.hoo.com



Copyright 2020 JCN Newswire. All rights reserved. www.jcnnewswire.com Via JCN Newswire https://ift.tt/2pbRN02

Hoo.com Founder Ruixi Wang: Dive into Blockchain with Great Ambition

BEIJING, Apr 30, 2020 - (ACN Newswire) - "We are counting down for Bitcoin halving 2020. But this time, the halving seems much more special compared to the previous two with the COVID-19 pandemic and its aftermaths. Bitcoin is facing its first real challenge as well as opportunity. The confidence the halving brings is more important than its actual market performance.

The COVID-19 pandemic might accelerate the downmarket, but it will also cause a quick reverse in the economy. From that perspective, the halving together with the pandemic will possibly have a positive influence on the crypto space. My prediction is that Bitcoin price will skyrocket to $100,000 by 2021."

That's how Ruixi Wang views Bitcoin's halving under the circumstances of the COVID-19 pandemic. What insights and cognitions does the 30-year-old entrepreneur have in the crypto and blockchain sphere? Why did he predict boldly that the price of Bitcoin would reach up to $100,000?

Blocklike had a conversation with Ruixi Wang, founder of Hoo.com, who shared his opinions on the blockchain industry and the 'evolutionary history' of Hoo.com.

The 30-Year-Old 'Veteran'

"Not being content with the status quo and always staying curious with new things were the two incentives that got me involved in blockchain. I have a technical background, so I've always been keen on technology and its progress, trends and development. I got to know cryptocurrency by chance years ago, and I was deeply attracted by its novel concept right away.

But I was in the wave of big data start-ups at the same time. I was a big fan of that too. So I got myself into a dilemma - which one should I pick? But after a few struggles, I turned to crypto in the end," Ruixi Wang recalled how he ended up in crypto.

Although he stepped into the space in its infancy, Wang's blockchain career was not always smooth.

Starting his blockchain trip by building a Bitcoin information navigator, Wang then worked for the mining team of a young talent Kaomao. He took over his mining machines and built his own company when Kaomao suddenly vanished. He also bought out PoW8.com, a cloud computing platform, and established an ICO investment platform before founding Hoo.com. The rapid changes forced Wang to challenge and to break himself. Now Wang has become a true 'veteran' with his 8 years' experience in the industry .

Looking back on the past, he summed up his experience with 'diving into blockchain with great ambition'. He said that inherent curiosity drove him forward, during which he had to face more challenges but also gained more opportunities than his fellow peers. At the same time, it was precisely his persistence and full confidence in the future of crypto that enabled him to adjust his positioning and quickly adapt a firm foothold in the rapidly changing industry.

Talking about his feeling towards 8 years in the sphere, Wang said: "What impressed me most were the volatile ups and downs of this industry. I withdrew from a stable job and quickly plunged into a new space. I've seen so many new faces pouring into the industry with so many old players leaving at the same time. Only those in my shoes would comprehend."

The 'get rich quick' myth is fading away, which leaves a bunch of outstanding companies and talents in the blockchain space. For that, Wang believes that perseverance and confidence are vital. "For the better development of the industry, we need companies and people with confidence in themselves but who are always willing to correct themselves at the same time."

"And it turns out true. Huobi, OKex and Binance merged immediately after BTCC, the first Chinese Bitcoin exchange, collapsed. These top exchanges made the industry bigger and better. On the other hand, crypto wallets like Bitpie have also made great contributions to the safe and sound development of the industry. I believe these people are persistent and confident in what they are doing and I also believe that they will have a bright long future," explained Wang.

The Road to Hoo.com

When it comes to his latest start-up Hoo.com, Wang feels lucky he seized the opportunity to do the right thing.

In 2017, Wang ran into the ICO heat when he was seeking for a transformation from the mining industry. With a technical background, he chased the wave and invested in quite many projects and tasted blood until ICOs were completely banned on September 4.

He had to seek another way out. Wang found that there were still gaps to be bridged in the asset management and financial system. He believed asset management would be the object of long-term inflexible demand in the industry. Therefore, Hoo Wallet was born. And that's the mission of Hoo - to solve the safety issue of asset management as a basic service.

Focusing on the mission, Hoo Wallet launched a co-management feature, Hoo Custody, Deposits and Lending services. In June 2019, Hoo.com was officially launched, along with two acquisitions, as a crypto exchange . It aims to be a one-stop blockchain assets service platform covering trading, savings, lending, asset custody and DEX, etc.

There are many more competitors in the exchange field than in wallets. How will Hoo stand out given the fact that Huobi, OKEx and Binance share almost all of the market? Wang explains that even though Hoo seemed to be a new player as an exchange, they have explored for two years in the savings and lending business as well as the node service for over 20 blockchains.

"The threshold for building an exchange is relatively low. There is too much propoganda and speculation. In fact, exchanges depend heavily on technology and marketing. It is hard to 'graduate' in the end. As for Hoo.com, we are well-equipped on the technical side. Apart from that, Hoo.com had a good start when it spent $10 million on the acquisition of Chaince and OAX and migrated their users directly," added Wang.

Besides, Wang is of the opinion that the top exchanges are greatly affected by the pandemic and the March 12 Black Swan event. All the exchanges are back at the starting point to some degree. What they will compete for next would be 'service'. It is true that the top players have taken much of the market, but from a perspective of the whole crypto financial market, there is still much space to explore, which means that there's still a lot of room to grow for top exchanges and there are huge opportunities for tier 2 and tier 3 exchanges.

The Ambitious Hoo.com

In Wang's opinion, there are often times when those who speak louder or make more noise seem to be more impressive. However, it's a matter of fact that a start-up cannot live without good products and services.
Calling himself an entrepreneur, Wang always has something in store for the business he built. From savings, lending to spot trading and perpetual contracts, the ambitious Hoo never stopped being just a wallet.

He points out: "So far, users seem to be satisfied with our savings, lending and derivatives products. But we still have a long way to go. We are aware of our problems. Anyway, facing up to your shortcomings is the first step to moving forward."

How does Hoo.com want to build its platform, and what kind of products and services will it provide?

Wang reveals to Blocklike that Hoo.com has two different goals in the medium and long term:
In the medium term, Hoo.com will focus on derivatives including futures, contracts and options. It will not be limited to the crypto space. They will build partnerships with well-known traditional financial organizations.

In the long term, the plan is to build a clearing system, which refers to the clearing between fiat and cryptocurrency. Hoo aims to bridge the gap between the traditional market and the crypto market.
The reason why Wang wants to build this clearing system is also based on his positive expectations for the blockchain industry.

He told Blocklike: "There is a lot of favorable news lately. The central bank accelerated its pace in DCEP adoption. BSN, the state level blockchain service network, is about to be commercialized. Ant Financial open chain was officially launched. Compared to the development of the Internet, blockchain technology welcomes a more competitive state involving companies, countries and the world for the next period, and it will prosper like the Internet."

Media contact:
Daniel Zhang
danielzhang@hoo.com
https://www.hoo.com


Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58772/

デンソー、執行職の担当変更および人事異動を発表

Aichi, Japan, Apr 30, 2020 - (JCN Newswire) - 株式会社デンソー(本社:愛知県刈谷市、社長:有馬 浩二)は、以下のとおり5月1日付で執行職の担当変更および人事異動を実施します。

1. 執行職の担当変更
氏名:杉浦 正則
新担当:モビリティエレクトロニクス事業グループ事業企画担当、モビリティエレクトロニクス経営企画室、コックピットシステム事業部
現担当:モビリティエレクトロニクス事業グループ事業企画担当、モビリティエレクトロニクス経営企画室

2. 新任理事
氏名:恩田 吉典
新担当:デンソー・コリア社長

3. グローバルマネジメント職1級および部門長の異動
氏名:樋口 正浩
新担当:先進モビリティシステム事業開発部 事業開発室長
現担当:先進モビリティシステム事業開発部 担当部長

氏名:ブロンド フェリペ
新担当:生産革新企画部 担当部長
現担当:グローバル戦略部 担当部長

氏名:古村 浩己
新担当:エレクトリフィケーション機器技術1部 第5技術室長
現担当:エレクトリフィケーション機器技術1部 開発室長

氏名:植田 展正
新担当:セミコンダクタ製造1部長
現担当:セミコンダクタ製造1部 担当部長

氏名:豊田 明徳
新担当:セミコンダクタ製造1部 担当部長
現担当:セミコンダクタ製造1部長

本リリースの詳細は下記をご参照ください。
https://www.denso.com/jp/ja/news/news-releases/2020/20200430-04/

概要:株式会社デンソー

詳細は https://www.denso.com/jp/ja/ をご覧ください。



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デンソー、2020年3月期決算を発表

Aichi, Japan, Apr 30, 2020 - (JCN Newswire) - デンソーは本日、2020年3月期決算を以下の通り発表しました。

本リリースの詳細は下記をご参照ください。
https://www.denso.com/jp/ja/investors/library/settlement/

概要:株式会社デンソー

詳細は https://www.denso.com/jp/ja/ をご覧ください。



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三菱自動車、人事異動を発表

TOKYO, Apr 30, 2020 - (JCN Newswire) - 三菱自動車は本日、人事異動を以下の通り発表しました。

1.重要人事
◎ 2020年5月1日付

新:Co-COO補佐
現:アセアンA・オセアニア本部長
氏名:小糸 栄偉知

新:アセアンA・オセアニア本部長
現:三菱商事株式会社
氏名:江上 浩之

2.人事異動
◎ 2020年5月1日付

新:
モビリティビジネス本部
コネクティッドカーサービス開発部長
現:
グローバルIT本部
デジタルイノベーション推進部
担当部長
氏名:井上 英昭

本リリースの詳細は下記をご参照ください。
https://www.mitsubishi-motors.com/jp/newsrelease/2020/detail5433.html

概要:三菱自動車工業株式会社

三菱自動車の企業コミュニケーションワード「Drive@earth」
地球を走る。地球と生きる。三菱自動車。

人とクルマ、社会とクルマ、地球とクルマの新しい時代を拓くために。いま、三菱自動車は挑戦を始めています。走行中のCO2排出ゼロ。地球温暖化防止に貢献する新世代電気自動車、i MiEV(アイミーブ)の世界投入。軽自動車で培った技術を存分に活用、燃費性能にすぐれたグローバル・スモールの提案。世界の環境基準をクリアしながら、走りの楽しさにあふれた三菱ならではの小型SUVの開発。さらに、新ディーゼルエンジンによるラリー参戦を通じて、走りと環境を両立する、新次元のクルマづくりを追求してゆきます。

私たちは信じています。私たちのクルマへの熱い想いと技術が、新しいクルマの価値をつくることを。ドライブ・アット・アース。走る歓びが永遠であるように。クルマが地球と共生できるように。

詳細はこちらからご覧ください。 www.mitsubishi-motors.co.jp



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4/29/20

トヨタ自動車、トヨタレンタリース店でU-Car(中古車)リース提供

Toyota City, Japan, Apr 30, 2020 - (JCN Newswire) - トヨタ自動車株式会社(代表取締役社長:豊田 章男 以下、トヨタ)は、新型コロナウイルスの感染拡大により全国で外出自粛要請が出されている状況下で、医療機関や公共交通機関など社会生活を支えるために従業員の通勤等での移動を必要とする全国の法人様へ、新型コロナウイルスの感染拡大が収束するまでの期間、廉価なU-Carリース車の提供を開始いたします。

まずは、4月30日からトヨタモビリティサービス株式会社(本社 : 東京都中央区、代表取締役 : 村上 秀一)が申し込みを開始いたします。

また、同日より、全国のトヨタレンタリース各社も順次実施※いたします。トヨタレンタリース各社での実施情報は、トヨタレンタリースホームページに準備ができ次第掲載します。(https://rent.toyota.co.jp/)

具体的内容は、
(1) U-Car(リースアップ/レンタカーアップ車※)を活用した廉価な価格設定リース
※全てトヨタの販売店で定期メンテナンスを受けていた車両
(2) リース期間は最長2年(車両により異なります)
(3) リース期間中は日常の使用に必要な定期メンテナンスを付帯
(4) 受付期間は4月30日から新型コロナウイルス感染拡大が収束※するまで
※受付終了の際は、上記のホームページにてお知らせします

なお、価格設定や車両の種類、台数については、各トヨタレンタリース店にて異なります。詳しくは、お近くのトヨタレンタリース店へお問い合わせください。

本リリースの詳細は下記URLをご参照ください。
https://global.toyota/jp/newsroom/corporate/32473153.html

概要:トヨタ自動車株式会社

詳細は http://toyota.jp/ をご覧ください。



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トヨタ自動車、組織改正および幹部職の担当変更・人事異動を発表

Toyota City, Japan, Apr 30, 2020 - (JCN Newswire) - トヨタ自動車(株)は、5月1日付で下記のとおり、組織改正および幹部職の担当変更、人事異動を行います。

1. 組織改正
電子部品事業をデンソーに移管することに伴い、電子部品事業領域を廃止

2. 幹部職(統括部長以上)の担当変更
氏名:長田 准
新:
渉外広報本部(副本部長)
国内販売事業本部(副本部長)
旧:国内販売事業本部(副本部長)

氏名:加藤 豪俊
新:パワートレーンカンパニー(Fellow)
旧:
パワートレーンカンパニー(Fellow)
電子部品事業領域(統括部長兼務)
EHV電子設計部(部長兼務)

3. 部長職の異動
氏名:伊藤 彰浩
新:
トヨタZEVファクトリー
ZEV普及推進室(室長)
旧:
トヨタZEVファクトリー
ZEV B&D Lab(グループ長)

氏名:横山 竜昭
新:
FC事業領域
FC製品開発部(主査)
旧:
FC事業領域
FC企画推進室(室長)

氏名:木崎 幹士
新:
FC事業領域
FC製品開発部(チーフプロフェッショナルエンジニア)
旧:
FC事業領域
FC企画推進室(チーフプロフェッショナルエンジニア)

氏名:高橋 司
新:
Toyota Compact Car Company
TCZ(チーフエンジニア)
兼(トヨタ自動車東日本株式会社)
旧:
Toyota Compact Car Company
TCZ(チーフエンジニア)

本リリースの詳細は下記URLをご参照ください。
https://global.toyota/jp/newsroom/corporate/32486346.html

概要:トヨタ自動車株式会社

詳細は http://toyota.jp/ をご覧ください。



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トヨタ、新型コロナウイルス感染症重症患者向け移送用車両を医療機関に提供

Toyota City, Japan, Apr 30, 2020 - (JCN Newswire) - トヨタ自動車は、新型コロナウイルス感染症の重症患者の方の移送用車両1台を、本日、昭和大学病院に提供いたしました。この車両は、医療機関からいただいた様々な要望を基に、トヨタ車体がハイエースをベースに開発・架装を行ったもので、重症患者向けの移送用車両としての提供は今回が初めてとなります。

当社では医療現場に少しでもお役に立てる車両がご提供できないか、現場のニーズをお聞きしながら様々な検討を進めており、これまでに軽症患者向けの移送用車両11台を、医療機関や地方自治体などに提供してまいりました。

加えて今回は、ハイエースをベースに、運転席・助手席のある車両前方スペースと、後部座席以降の車両後方スペースの間に隔壁を設置し、排気ファンで後方の空気を常に外部に排出することで、後方の空気が前方に循環しないようにコントロールした「飛沫循環抑制車両」を、初めて重症患者向けの移送用車両として提供いたしました。

トヨタグループでは、今回の新型コロナウイルス感染症の診断や治療に日夜ご尽力されている医療現場を支援する取り組みを、「ココロハコブプロジェクト」*3の一環として位置づけ、今後も医療機関や自治体からの感染者移送用車両提供のご要望に対し、お役に立てるよう対策を検討し、迅速に取り組んでまいります。

本リリースの詳細は下記URLをご参照ください。
https://global.toyota/jp/newsroom/corporate/32518091.html

概要:トヨタ自動車株式会社

詳細は http://toyota.jp/ をご覧ください。



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日立と日立ビルシステム、建物内の非接触での移動・生活を実現するビル・マンション向けタッチレスソリューションの展開について

TOKYO, Apr 30, 2020 - (JCN Newswire) - 株式会社日立製作所(執行役社長兼CEO:東原 敏昭/以下、日立)と株式会社日立ビルシステム(取締役社長:光冨 眞哉/以下、日立ビルシステム)は、このたび、ビルやマンションなどにおいて、エレベーターなどの共用設備に手を触れずに移動することを可能にしたり、人との接触の機会を低減するなど、建物内の非接触での移動・生活を実現するタッチレスソリューションを体系化しました。今後、順次ソリューションの展開を進め、安全・安心・快適な建物内の移動・生活の実現に貢献します。

日立グループは、新型コロナウイルスの感染が拡大する中、お客さま、パートナー、そして、グループでグローバルに働く従業員および家族をはじめとする、すべてのステークホルダーの皆さまの安全・健康を第一に考え、感染拡大防止に向けた施策を実行しています。ビル分野においては、エレベーターなどのビル設備利用時の感染リスク低減に向けて、利用時の感染防止対策や消毒・清掃対応に関して周知を図るとともに、技術的な対策について検討を進めてきました。このたび、新たに開発した画像解析サービス*をはじめとした製品・サービスをタッチレスソリューションとして体系化し、順次展開を進めていきます。

ビル・マンション向けタッチレスソリューションの概要

1. 画像解析サービスやハンズフリータグによる非接触での建物内移動と"3密"状態の軽減

今回新たに開発した防犯カメラなどで顔認証を行う画像解析サービスや、ハンズフリータグ(携帯しているだけで入退出が可能なタグ)の活用により、建物エントランスの自動ドアやセキュリティゲートの通過、エレベーターの呼び出しや行先階の登録、入退室管理システムの開錠などを非接触で行うことが可能になります。また、画像解析サービスの人流解析機能により、エレベーターホールに向かう人数や混雑状況を把握し、5月18日に販売を開始する人流予測型エレベーター運行管理システム「FI-700」と連動させることにより、エレベーターの待ち時間を低減し、出勤時間帯などの混雑を軽減することもできます。

2. コミュニケーションロボット「EMIEW」による対面業務の代替

4月20日に販売を開始したヒューマノイド型の新モデル「EMIEW4(エミューフォー)」と、タブレット端末と専用クレードルで「EMIEW」のアバター(分身)と会話ができる卓上型の「EMIEW-TT(エミューティーティー)」をラインアップとして揃えており、受付・案内・巡回監視などのビル内業務を一部代替することができます。病院、福祉施設では、「EMIEW-TT」が来訪者を検出し、音声案内および画面情報で簡易的な問診を実施、「EMIEW4」が来訪者を誘導して案内するといったサービス提供が可能で、対面業務における感染リスクと業務負担を軽減します。

本リリースの詳細は下記URLをご参照ください。
https://www.hitachi.co.jp/New/cnews/month/2020/04/0428.html

概要:日立製作所

詳細は www.hitachi.co.jp をご参照ください。



Copyright 2020 JCN Newswire. All rights reserved. www.jcnnewswire.com Via JCN Newswire https://ift.tt/2pbRN02

Jubilee Aceは8000万ドルのクライアント刺激対策を発表し経済不況を打破する成長機会を提供

TOKYO, Apr 30, 2020 - (JCN Newswire) - Jubilee Aceは当社プラットフォームの利用者向けに8000万ドルの刺激対策を発表いたします。「Oasis 80」と名付けられたこのプログラムは、昨今の経済の不確実さにあって経済の成長促進を図る当社の取り組みの一貫として行われるものです。2020年4月28日から5月31日まで実施されるこのプログラムは、ちょうど当社の1周年と重なります。2020年5月にはMega Draw Bonanzaでさらに170万ドルの現金ギフトの抽選も行われます。このイベントの模様はJubilee Aceのクライアント向けウェブポータルでライブ配信されます。




当社は、仮想通貨やコモディティ、およびスポーツといった様々な市場における裁定取引にアルゴリズムベースの取引を使用します。昨今のコロナウィルス蔓延の影響を受けてもたらされるボラティリティは、裁定取引が市場の価格差から高い収益を提供できることから、高頻度の裁定取引にとってメリットがあるのも事実です。価格の非対称性や差異が大きいほど、収益も大きくなるのです。

そのような状況から、他の多くの業界では破綻を免れようともがいている一方で、当社の中核となるビジネスは安定成長を見せており、市場における変動はJubilee Aceに大きなメリットをもたらしています。そこで、8000万ドルのインセンティブをご提供するという決定に、利用者からは高い評価が寄せられています。

Jubilee Aceの最高経営責任者であるTony Jacksonは次のように述べています。「裁定取引は変動性が高い場合に最も利益を生み出します。現在の経済状況は、この業界への参入に最適なタイミングと言えます。裁定取引は経済危機の際に生き残り、さらには繁栄する1つの手段なのです。」

コロナウィルスの蔓延は世界中で未曾有の経済衰退をもたらしましたが、エコノミストたちはこれを「史上最も深刻な不況」と呼んでいます。

アメリカではすでに 実質失業率が20.6パーセントに及び、当年度の今日までの累計で少なくとも3300万の個人が失業手当を申請しています。イギリスの場合、ビジネスの27パーセントで従業員の削減が行われ、福祉給付を申請する個人の数が十倍に跳ね上がる結果となっています。

国際労働機関によると、COVID-19により1億9500万件相当の職が消滅すると見られています。国連貿易開発会議(UNCTAD)は、発展途上国がビジネスを手にして産業を元の軌道に戻すためには今後2年間にアメリカドルで2兆から3兆必要であると見積もっています。

ビジネスや政府、また個人がビジネス閉鎖や世界中に広がるロックダウンによるマイナスの影響を低減するためには、今がチャンスです。Jackson氏はこう述べています。「当社が今日、確固たる地位にいることができるのは、クライアントが当社に寄せてくださる信頼のおかげです。Oasis 80は当社なりに「感謝の気持ち」をお伝えする方法です。これまでも長らく刺激策を取ってきましたが、今後もさらに大切な支援者の皆様に一層報いるためにも、新たな道を探っていきます。」

Jubilee Aceについて

2018年に払込資本5000万ドルでイギリス領バージン諸島にて設立されたJubilee Aceは先進的データ分析会社の1つで、世界規模でのマルチセクター裁定機会を得意としています。取引所における従来型の商品の取引による裁定取引からスタートし、その後スポーツや仮想通貨の裁定取引を行うベンチャーを設立しました。データの抽出および加工を行い、それらを収益化戦略や実用的な市場判断に変えています。

Jubilee Aceではリアルタイムテクノロジーを複数活用し、新規および経験豊富なトレーダーに、様々なセクターにおける低リスクの投資を通じて、ポートフォリオの成長のための新鮮な視点を提供します。データおよびテクノロジーの進歩に重点を置くことで、ポートフォリオクライアントは安心して資金を任せることができます。https://jubileeace.com/

メディア対応お問い合わせ窓口
Mansion Greenwood
media@jubileeace.com





Copyright 2020 JCN Newswire. All rights reserved. www.jcnnewswire.com Via JCN Newswire https://ift.tt/2pbRN02

Novotech Selected as CRO for Karyopharm's COVID-19 Clinical Study

SYDNEY, Apr 29, 2020 - (ACN Newswire) - The Asia-Pacific's largest specialist biotech CRO Novotech has been engaged for a Phase 2 COVID-19 study by biotech sponsor Karyopharm Therapeutics Inc.




The Phase 2 randomized, open-label, multicenter study will evaluate the activity and safety of two regimens of low dose oral selinexor in patients with moderate or severe COVID-19 (NCT04355676). This is the second selinexor study in COVID-19 being initiated by Karyopharm and is expected to enroll 80 patients.

Novotech will manage the Asia-Pacific region for the study, which will include several sites in Australia and Malaysia.

XPOVIO(R) (selinexor), was approved by the U.S. FDA in July 2019 in combination with dexamethasone for the treatment of adult patients with relapsed or refractory multiple myeloma.

Karyopharm Therapeutics Chief Development Officer Ran Frenkel said:

"We have quickly mobilized our team to activate clinical trial sites globally and we are pleased to be working with Novotech on this important initiative. Novotech was appointed for their local regulatory and site knowledge, extensive infectious disease clinical research experience, and outstanding track-record in the Asia-Pacific region".

Novotech Chief Executive Officer Dr. John Moller said:

"Novotech is well positioned to partner with Karyopharm on this drug trial and we look forward to this collaboration. Novotech has exceptional relationships with sites and KOLs throughout the region, and we have processes in place to accelerate COVID-19 trials. The regulatory authorities and ethics committees in the region are fast tracking review processes, and sites have adapted quickly to the new environment."

Demand for clinical research in the Asia-Pacific is on the rise. The number of clinical trials initiated by biotechnology companies in Asia-Pacific since the beginning of March is about 10% higher than in the United States according to GlobalData.

About Novotech - https://novotech-cro.com

Novotech is internationally recognized as the leading regional full-service contract research organization (CRO) in Asia-Pacific. Novotech has been instrumental in the success of over a thousand Phase I - IV clinical trials for biotechnology companies. Novotech was established in 1996, with offices in 11 locations across the region, and site partnerships with major health institutions.

Novotech provides clinical development services across all clinical trial phases and therapeutic areas including: feasibility assessments; ethics committee and regulatory submissions, data management, statistical analysis, medical monitoring, safety services, central lab services, report write-up to ICH requirements, project and vendor management.

Novotech obtained the ISO 27001 certification which is the best-known standard in the ISO family providing requirements for an Information Security Management System. Together with the ISO 9001 Quality Management system, Novotech aims at the highest IT security and quality standards for patients and biotechnology companies.

For RFP enquiries: Please fill out the form available at https://novotech-cro.com/talk-to-an-expert

Media contact:
David James
communications@novotech-cro.com
AU: +61 2 8218 2144
USA: +1 415 951 3228
Asia: +65 3159 3427

About Karyopharm Therapeutics

Karyopharm Therapeutics Inc. (Nasdaq: KPTI) is an oncology-focused pharmaceutical company dedicated to the discovery, development, and commercialization of novel first-in-class drugs directed against nuclear export and related targets for the treatment of cancer and other major diseases. Karyopharm's Selective Inhibitor of Nuclear Export (SINE) compounds function by binding with and inhibiting the nuclear export protein XPO1 (or CRM1). Karyopharm's lead compound, XPOVIO(R) (selinexor), received accelerated approval from the U.S. FDA in July 2019 in combination with dexamethasone as a treatment for patients with heavily pretreated multiple myeloma. A Marketing Authorization Application for selinexor is also currently under review by the European Medicines Agency. A supplemental New Drug Application was recently accepted by the FDA seeking accelerated approval for selinexor as a new treatment for adult patients with relapsed or refractory diffuse large B-cell lymphoma (DLBCL). SINE compounds have also shown biological activity in models of neurodegeneration, inflammation, autoimmune disease, certain viruses and wound-healing. Karyopharm has several investigational programs in clinical or preclinical development. Visit www.karyopharm.com.

Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58821/

Given the global coronavirus situation, we are providing an update on TTI's performance

HONG KONG, Apr 29, 2020 - (ACN Newswire) - Hong Kong-based global power equipment and floor care company Techtronic Industries Co. Ltd. ("TTI" or the "Group") (stock code: 669, ADR symbol: TTNDY);

Given the global coronavirus situation, we are providing an update on TTI's performance.

When we initially learned about the coronavirus outbreak, our first priority was to ensure we created a safe environment for our employees. We have carefully complied with all coronavirus national and local safety protocols.

We are pleased to confirm that after a period of minimal disruption, our supply chain is functioning superbly. Our vaunted product development system is now fully operational after quickly adjusting to new coronavirus protocols. Additionally, our sales and marketing teams are also operational and highly effective in all markets globally.

Although the impact of the coronavirus has created a challenging environment, we are now delighted to see a resurgence in demand. DIY tools and outdoor products, and floorcare are all experiencing significant sales increases. Encouragingly, our MILWAUKEE pro-business is continuing to gain sales traction worldwide. A highlight for TTI has been the tremendous growth of our global e-commerce business. We have worked closely with our e-commerce customers, capitalizing on the accelerated shift to online and curbside pickup sales. All these positive factors bode well for our performance.

We will continue to aggressively invest in exciting, breakthrough new product. Our new product launches are proceeding on schedule, including the revolutionary MILWAUKEE MX FUEL Cordless Equipment System. All of our business units are also on schedule to roll out a series of exciting new breakthrough products throughout 2020.

We believe TTI is uniquely positioned in our industry to continue outperforming the market. We are in an enviable position of having a very strong balance sheet and having highly disciplined fixed and working capital management. Our exceptional management team is leading our company not only to succeed throughout this trying time, but also to continue our march towards global leadership and financial excellence.

About TTI
Founded in 1985 and listed on the Stock Exchange of Hong Kong Limited in 1990, TTI is a world leader in cordless technology spanning Power Tools, Outdoor Power Equipment, Floor Care Appliances and Accessories for the consumer, professional, and industrial users in the home, construction, maintenance, industrial and infrastructure industries. The Company has a foundation built on four strategic drivers - Powerful Brands, Innovative Products, Exceptional People and Operational Excellence - reflecting a long-term expansive vision to advance cordless technology. The global growth strategy of the relentless pursuit of product innovation has brought TTI to the forefront of its industries. TTI's powerful brand portfolio includes MILWAUKEE, AEG and RYOBI power tools, accessories and hand tools, RYOBI and HOMELITE outdoor products, EMPIRE layout and measuring products, and HOOVER, ORECK, VAX and DIRT DEVIL Floor Care and Appliances.

TTI is one of the constituent stocks of the Hang Seng Index, FTSE Developed Index and MSCI ACWI Index. For more information, please visit www.ttigroup.com.

All trademarks listed other than AEG and RYOBI are owned by the Group. AEG is a registered trademark of AB Electrolux (publ.), and is used under license. RYOBI is a registered trademark of Ryobi Limited, and is used under license.


Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58817/

Binhai Investment introduces Sinopec Great Wall Gas as a strategic investor, which holds 29.99% equity and will become the second largest shareholder

HONG KONG, Apr 29, 2020 - (JCN Newswire) - Binhai Investment Company Limited ("Binhai Investment" or the "Company", stock code: 2886.HK) is pleased to announce that Company (as issuer) entered into the Subscription Agreement with Sinopec Great Wall Gas Investment Co., Ltd ("Great Wall Gas", as subscriber). The subscriber agreed to subscribe for an aggregate of 178 million Subscription Shares, at the subscription Price of HK$1.33. The Subscription Shares represent approximately 13.14% of the issued share capital of the Company as enlarged by allotment and issue of the Subscription shares.

On the same day, TEDA Hong Kong Property Company Limited ("TEDA HK", as vendor), being the controlling shareholder of the Company, and Great Wall Gas(as purchaser) entered into the Share Purchase Agreement. The purchaser agreed to purchase, an aggregate of 228 million Sale Shares at the Sale Price, which is the same as the Subscription Price. The Sale Shares represent approximately 16.85%. Immediately after completion of the Subscription and the Disposal, TEDA HK, a controlling shareholder of the Company, holds 35.43% equity and Great Wall Gas holds 29.99% equity as second largest shareholder. Great Wall Gas is the only platform and wholly-owned subsidiary of Sinopec Corporation, which is engaged in natural gas terminal utilization investment. Its main investment scope includes, but is not limited to, the investment and operation of clean energy projects such as natural gas pipeline, natural gas distributed energy and urban gas.

Binhai Investment considers that the company focuses on the construction of gas pipeline networks, gas sales and installation services, Sinopec Corp and its subsidiaries have access to petroleum and natural gas resources. Therefore, it is expected that by introducing Great Wall Gas as a strategic investor of the Company, both sides will achieve supply chain synergy. To solidify further business cooperation, the Group may conduct further negotiations with Sinopec Corp and/or its subsidiaries and enter into further business agreements with them in the future.

About Binhai Investment Company Limited (Stock Code: 2886.HK)
Binhai Investment Company Limited is principally engaged in investments in the construction and operation of gas pipeline networks, provision of gas construction and installation service, supply and provision of gas, and sale of liquefied petroleum gas in the PRC. The Company listed on the main board in Hong Kong on 11 February 2014 (Stock Code: 2886), the Company's controlling shareholder is Tianjin TEDA Investment Holding Co. Ltd. As one of the earliest foreign-funded enterprises participating in the public utilities industry in the PRC, the Company is committed to aligning with the national policy of the PRC in providing clean energy for the commercial and industrial users and urban citizens, also developing the gas market in mainland China. Leveraging on the Company's long experience in the industry, safe and trustworthy service quality, professional expertise as well as the close relationship with the local government, Binhai Investment has a coverage of gas business that encompasses seven provinces and two municipalities across the PRC. With the benefits of the abundant resources in Tianjin, the economic center in Bohai Rim area, and leveraging on the rapid development in Binhai New Area, the Company ties in with the thriving development in Binhai New area with a brand new image to strengthen its principal operation, gas business and expand business scale. For detailed information of the Company, please visit the website of the Company at http://www.binhaiinv.com/.





Copyright 2020 JCN Newswire. All rights reserved. www.jcnnewswire.com Via JCN Newswire https://ift.tt/2pbRN02

Binhai Investment introduces Sinopec Great Wall Gas as a strategic investor, which holds 29.99% equity and will become the second largest shareholder

HONG KONG, Apr 29, 2020 - (ACN Newswire) - Binhai Investment Company Limited ("Binhai Investment" or the "Company", stock code: 2886.HK) is pleased to announce that Company (as issuer) entered into the Subscription Agreement with Sinopec Great Wall Gas Investment Co., Ltd ("Great Wall Gas", as subscriber). The subscriber agreed to subscribe for an aggregate of 178 million Subscription Shares, at the subscription Price of HK$1.33. The Subscription Shares represent approximately 13.14% of the issued share capital of the Company as enlarged by allotment and issue of the Subscription shares.

On the same day, TEDA Hong Kong Property Company Limited ("TEDA HK", as vendor), being the controlling shareholder of the Company, and Great Wall Gas(as purchaser) entered into the Share Purchase Agreement. The purchaser agreed to purchase, an aggregate of 228 million Sale Shares at the Sale Price, which is the same as the Subscription Price. The Sale Shares represent approximately 16.85%. Immediately after completion of the Subscription and the Disposal, TEDA HK, a controlling shareholder of the Company, holds 35.43% equity and Great Wall Gas holds 29.99% equity as second largest shareholder. Great Wall Gas is the only platform and wholly-owned subsidiary of Sinopec Corporation, which is engaged in natural gas terminal utilization investment. Its main investment scope includes, but is not limited to, the investment and operation of clean energy projects such as natural gas pipeline, natural gas distributed energy and urban gas.

Binhai Investment considers that the company focuses on the construction of gas pipeline networks, gas sales and installation services, Sinopec Corp and its subsidiaries have access to petroleum and natural gas resources. Therefore, it is expected that by introducing Great Wall Gas as a strategic investor of the Company, both sides will achieve supply chain synergy. To solidify further business cooperation, the Group may conduct further negotiations with Sinopec Corp and/or its subsidiaries and enter into further business agreements with them in the future.

About Binhai Investment Company Limited (Stock Code: 2886.HK)
Binhai Investment Company Limited is principally engaged in investments in the construction and operation of gas pipeline networks, provision of gas construction and installation service, supply and provision of gas, and sale of liquefied petroleum gas in the PRC. The Company listed on the main board in Hong Kong on 11 February 2014 (Stock Code: 2886), the Company's controlling shareholder is Tianjin TEDA Investment Holding Co. Ltd. As one of the earliest foreign-funded enterprises participating in the public utilities industry in the PRC, the Company is committed to aligning with the national policy of the PRC in providing clean energy for the commercial and industrial users and urban citizens, also developing the gas market in mainland China. Leveraging on the Company's long experience in the industry, safe and trustworthy service quality, professional expertise as well as the close relationship with the local government, Binhai Investment has a coverage of gas business that encompasses seven provinces and two municipalities across the PRC. With the benefits of the abundant resources in Tianjin, the economic center in Bohai Rim area, and leveraging on the rapid development in Binhai New Area, the Company ties in with the thriving development in Binhai New area with a brand new image to strengthen its principal operation, gas business and expand business scale. For detailed information of the Company, please visit the website of the Company at http://www.binhaiinv.com/.



Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58813/

4/28/20

Startup Domineum.io Generates $5M for African Govts within 11 months

LONDON, Apr 29, 2020 - (ACN Newswire) - As blockchain technology is taking the market by storm and creating exponential growth, Africa would not be exempted. Delivering blockchain-as-a-service (BaaS) and AI enabled SaaS designed to increase the efficiency of marine services and land department real estate services for government agencies, blockchain startup Domineum.io and its founder, serial entrepreneur Geoffrey Weli Wosu, managed to create more than US$5 million for several African governments during the final 11 months of fiscal 2019.

What makes blockchain technology so powerful? Blockchain's data structure, immutability and tamper detection, data protection, distributed ledger technology, relative user anonymity, the promise of ever-increasing IT spend, to name a few. Blockchain technology is already changing the way many segments operate, while its technology market is expected to grow from US$1.2B in 2018 to US$23.3B by 2023, an annual growth rate of 80.2%.

Ken Griffin, Citadel founder and philanthropist, says, "Blockchain's a very interesting technology that will have very profound applications for society over the years to come." Vitalik Buterin, co-founder of Ethereum, says, "Whereas most technologies tend to automate workers on the periphery doing menial tasks, blockchains automate away the center. Instead of putting the taxi driver out of a job, blockchain puts Uber out of a job and lets the taxi drivers work with the customer directly."

Blockchain technology allows users to participate in peer-to-peer transactions without involving central mediators, Financial Services and Insurance (BFSI) logically emerged as an early adopter. But many believe the true value of this revolutionary technology will be best felt across the developing world. From elections to international remittances, energy services to alternatives to banking, many issues could potentially be solved by a few principles inherent to blockchain: transparency and decentralization.

As a distributed ledger, or blockchain, technology company, Domineum Blockchain Solutions was established to assist Governments and Companies integrate Blockchain into their operations. Headquartered at Level39, London, with an R&D unit in San Francisco, a technology resource centre in Tallinn, and a current operational base in Nigeria and Sierra Leone, Domineum aims to disrupt several sectors in the emerging markets and leapfrog the current infrastructure with blockchain technology.

Domineum.io has quickly become a major developer of AI-enabled Blockchain Solutions for government agencies, financial institutions, and real estate and marine authorities interested in achieving the agility and capability needed to compete in current and future markets. In 2019, Weli Wosu and Domineum signed strategic Government alliances with Sierra Leone and Nigeria's Abia State, producing revenues of more than $5 million within the fiscal year for the Government agencies.

No stranger to the markets, Geoffrey co-founded Voguepay.com, a payment processing platform established in 2012 with over 100,000 global merchants today; and invested (Level39) in Analytics Intelligence, an artificial intelligence (AI) technology start-up that provides solutions for data collection and analysis to a wide variety of customers in Europe, America and Africa.

Geoffrey studied Business (2006) and Law (2009) at the University of Bolton in the UK, he's an Associate Member of the British Computer Society (AMBCS), Member of Level39, and author of "E-Government Solutions for the Developing World", "How to Simplify the Work of Governments in Developing Countries", and "Combining Blockchain and AI to Grow the Global Digital Economy" (ref: academia.edu).

For more information on the project pipeline, or to enter the discussion, please visit:

Website: https://www.domineum.io
Twitter: https://twitter.com/domineum
LinkedIn: https://www.linkedin.com/company/domineum/
Telegram: https://t.me/domineum

Media Contact:
Geoffrey Weli-Wosu
geoffrey.weliwosu@domineum.io
www.linkedin.com/in/geoffreyweliwosu
Level39, One Canada Square,
Canary Wharf, London, UK.


Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58804/

Vingroup Completed Manufacturing Two Models of Ventilators for COVID-19 Treatment

HANOI, VIETNAM, Apr 29, 2020 - (ACN Newswire) - After more than 3 weeks from announcement of its ventilator manufacture plan for Covid 19 treatment, Vingroup updated on April 28th, 2020 that it has completed the manufacture and is preparing to introduce to the market two invasive ventilator models with a significantly high localization rate: VFS-410 and VFS-510. With the strong support of ministries, agencies, health experts and the US-based Medtronic, Vingroup's ventilators VFS-410 and VFS-510 ensure international quality standards and long-term value for use even after Covid-19 treatment period.

VSmart VFS-410 and VFS-510 are two "made in Vietnam" invasive ventilators manufactured and completed entirely by the Vingroup ecosystem. Particularly, VSmart VFS-410 is a special upgrade of the first edition of VFS-310 ventilator developed by Vingroup engineers based on the original community-shared design by Massachusetts Institute of Technology (MIT); meanwhile VSmart VFS-510 subjects to technology transferred and improvement from U.S.-based Medtronic, the world's leading producer of breathing apparatus.

VSmart VFS-410 is an invasive ventilator with turbine technology that have the same features with to high-end portable invasive ventilators on the market (only discarding Continuous Positive Airway Pressure (CPAP) mode). Based on the simple design of non-invasive ventilator by MIT-based marketing research team, VFS-410 is modified by Vingroup engineers to become an invasive ventilator with turbine technology instead of automatic bag squeezer technology to ensure high accuracy. Besides, the ventilator is provided with sensors that monitor and give warning about maintaining oxygen levels, positive end-expiratory pressure, measure patient breathing, and self-adjust to synchronize with this breath. All operating principles, boards, mechanical components, software and designs of VSmart VFS-410 are designed, developed and manufactured at Vingroup in close consultation with the Ministry of Health, international experts and Vinmec doctors.

VSmart VFS-510 is an invasive ventilator based on the design of PB560 ventilator model manufactured by Medtronic (USA) which has been familiar to doctors in Vietnam for years. VFS-510 is compact, lightweight, and portable with 6 flexible breathing modes that can be used for both adult and pediatric patients who need invasive or noninvasive breathing support as directed by their physicians.

Vingroup has actively researched to adress the global scarcity of materials for ventilator production by self-producing or localizing up to 70% of its ventilator components including extremely important and modern components such as: blower, boards (PCBA controller, power, etc.,), keyboard, display, battery and case, etc. Furthermore, Vingroup also coordinate with Medtronic team to adjust the software to ensure that the features of the VFS-510 are completely equivalent to the Medtronic's original PB560 ventilator.

Mr. Markus Leitner - Director General of Vinfast Automobile R&D Institute 1 said that: "It is such a miracle. After just over 3 weeks of researching ventilators, Vinsmart and Vinfast engineers have succeeded in researching, improving and mastering ventilator manufacturing technology from scratch. It can be said that, only Vingroup can create favorable conditions and generate motivation as well as putting "pressure" on us to do this utopia."

Their international standard performance enable VFS-410 and VFS-510 to not only timely meet the immediate needs for Covid 19 treatment but also continue to be used effectively in intensive care unit (ICU) of medical facilities with long-term value and effectiveness.

VFS-410 and VFS-510 will continue to be tested by leading hospitals and experts in Vietnam and will be evaluated by the Medical Council of all levels to ensure compliance with pre-circulation regulations. It is expected that the first batch of ventilators will be available on the market on May 15th, 2020.

Upon reception of two ventilator models transferred by Vingroup for quality evaluation, Mr. Nguyen Minh Tuan, Director of Department of Medical Equipment and Health Works under the Ministry of Health said that the Ministry of Health highly appreciates the work efficiency and determination of Vingroup and other manufacturers in implementing the Prime Minister's direction on manufacturing ventilators. "So far, we can affirm that Vietnam has initially mastered ventilator manufacturing technology. The Ministry of Health will continue to accompany Vingroup and other manufacturers to develop products and facilitate early evaluation to put products into production, meeting the needs of society during Covid-19 control and prevention" - Mr. Nguyen Minh Tuan added.

Successful manufacturing "made in Vietnam" ventilators not only contributes to price stability (PB560 ventilator selling price in Vietnam is now over 250 million VND/unit); but also ensures its initiative while the outbreak of Covid-19 has not been controlled in many countries. This is also the goal pursued by Vingroup in its non-profit ventilator manufacturing plan for the community.

Reference information:
- The PB560 ventilator with its full name Puritan Bennett(TM) 560 has been licensed by the U.S. Food and Drug Administration (FDA) for selling in the US market on April 5th, 2020 as prescribed in "Appendix B: Authorized Ventilators, Ventilator Tubing Connectors, and Ventilator Accessories" to meet market demand during the rapid spread of Covid-19 pandemic.
- Puritan Bennett(TM) 560 is an upgraded edition of Puritan Bennett(TM) 540, which is an FDA-licensed device for circulation in the US from October 31st, 2008.

Media contact: info@vingroup.net

Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58802/

BitHull Makes Crypto Mining Profitable for All

COPENHAGEN, Apr 29, 2020 - (JCN Newswire) - BitHull S.A is steadily emerging as a popular choice amongst crypto mining enthusiasts looking for guaranteed profit in quick time. The noted technology company's recently released FPGA miners, BH Miner and BH Miners Box have brought about a paradigm shift in how people approach crypto mining. Both these products can be used for mining Bitcoin, Litecoin, Ethereum, and Monero with a profit making potential that is unheard of in the market.

While designing its crypto miners, BitHull S.A has invested heavily on maximizing the hash rate with moderate power consumption. BH Miner is the company's basic product that is perfectly suited for the beginners. The seasoned mining professionals targeting a higher profit can opt for BH Miners Box, a combination of six BH Miner units. Both these products come pre-configured and can be used at home because they don't create a lot of noise. The units can operate with a moderate internet data speed of just 10 kb/second.

Hash Rates:

BH Miner Hash Rates: Bitcoin: 360 TH/s, Litecoin: 60 GH/s, Ethereum: 15 GH/s, and Monero: 3 MH/s
BH Miners Box Hash Rates: Bitcoin: 2160 TH/s, Litecoin: 360 GH/s, Ethereum: 90 GH/s, and Monero: 18 MH/s

Profit (BH Miners Box):

Bitcoin: $7951.95 profit per month
Litecoin: $18.64k profit per month
Ethereum: $25.78k profit per month
Monero: $33.06k profit per month

The monthly power cost for BH Miners Box is even less than $300. Unlike any other product available in the market, depending on the coin mined, BH Miner Box makes it possible to break even and start making profits in about a month. BitHull S.A has recently made crypto mining even more profitable for its customers by waiving off the custom as well as shipping fees.

For more details, please visit https://www.bithull.com/

About BitHull S.A

BitHull S.A is a technology company dedicated to developing next-generation hardware for cryptocurrency mining. The company is run by a team of experts with a track record of delivering world-class tech components such as FPGA chips to numerous industry heavyweights.

To view the source version of this press release, please visit https://www.newsfilecorp.com/release/55042



Copyright 2020 JCN Newswire. All rights reserved. www.jcnnewswire.com Via JCN Newswire https://ift.tt/2pbRN02

GeoMap Clinical Patient Recruitment Platform Now Guarantees Enrollment Numbers

SAN FRANCISCO, CA, Apr 29, 2020 - (JCN Newswire) - GeoMap Clinical, the award-winning digital patient recruitment platform, today announced a Patient Enrollment Guarantee, ideal for sponsors wanting guaranteed patient enrollment numbers. See https://tinyurl.com/yd75bxh8.

The GeoMap Platform is now offering guaranteed monthly enrollment targets for sponsors wanting to remove the risk of missing timelines due to slow or stalled enrollment. In addition, GeoMap Clinical doesn't require IRB or EC approval, so it can start recruiting in under 24 hours.

This modern approach to enrollment is 100% digital, and finds the right people via hundreds of health and wellness news and social channels including HuffPost, CNN, Facebook and Instagram, and even patient advocacy websites and community groups.

The GeoMap Platform finds, screens, and then sends patients direct to sites via encrypted email - and doesn't keep their information. GeoMap uses an advanced AI conversational speech or typing technology to determine eligibility - making it easy for young and old patients to find the right trials.

The GeoMap Platform recruits for clinical trials in North America, Latin America, Australia, New Zealand, China, South Korea, Singapore, Thailand, and the EU.

The company said:

"The Patient Enrollment Guarantee is a response to client demand. Sponsors wanted a risk-share guaranteed approach from us and we have delivered: A new service specifically for tough to recruit studies or trials that have stalled and need a rescue strategy. For trial rescue clients, this is particularly attractive because it starts recruiting in under 24 hours.

"GeoMap uses advanced algorithms and AI to find the right patients, and screened patient numbers can be viewed on the private Dashboard so sponsors can see exactly what is happening 24 x 7. This guarantee is unique in the patient recruitment sector which typically uses databases to find people then charges per referral.

"Our success is based on our powerful patient finder algorithms as well as our rigorous screener that only allows highly eligible people to connect through to sites. GeoMap is also ideal for pre-recruitment for studies on temporary hold or those about to start."

The GeoMap Platform is a 3-step process:

1. Find the right patients online using advanced algorithms across country specific social and news media, video and online search
2. Screen them using the Proprietary AI Patient Screener Funnel of more than 300+ possible questions
3. Connect them to sites via direct secure encrypted email to the study coordinator/s for a phone call.

The Platform has strict verification and email encryption so PHI is managed in accordance with state and country regulatory guidelines.

For more information and pricing please click here: https://www.geomapclinical.com/fixed-guarantee/

About GeoMap Clinical by TrialWire

The GeoMap Clinical Platform is the world's most advanced geo-location/targeting and AI platform powered by specialist algorithms that find and screen the right people living or working near sites. The GeoMap Platform recruits and screens patients online. Advanced algorithms find the right patients via news websites, social media, health and wellness websites and more, and connects eligible people with sites via encrypted email.

The Platform is a sophisticated location and health profile search service that sends only highly eligible people to their nearest site. It is designed to end pain points across the clinical trials sector, saving time and money at every stage, while ensuring patient privacy and regulatory compliance. GeoMap Clinical Platform is not a database builder. Patient ID is redacted instantly and the focus is instead on finding only motivated patients to support enrollment and retention.

For a briefing please click here: https://www.geomapclinical.com/fixed-guarantee/

Media Contact
Chris Thompson
team@dmgpr.com
AU: +61 2 8218 2144
USA: +1 415 951 3228
Asia: +65 3159 3427



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BitHull Makes Crypto Mining Profitable for All

COPENHAGEN, Apr 29, 2020 - (ACN Newswire) - BitHull S.A is steadily emerging as a popular choice amongst crypto mining enthusiasts looking for guaranteed profit in quick time. The noted technology company's recently released FPGA miners, BH Miner and BH Miners Box have brought about a paradigm shift in how people approach crypto mining. Both these products can be used for mining Bitcoin, Litecoin, Ethereum, and Monero with a profit making potential that is unheard of in the market.

While designing its crypto miners, BitHull S.A has invested heavily on maximizing the hash rate with moderate power consumption. BH Miner is the company's basic product that is perfectly suited for the beginners. The seasoned mining professionals targeting a higher profit can opt for BH Miners Box, a combination of six BH Miner units. Both these products come pre-configured and can be used at home because they don't create a lot of noise. The units can operate with a moderate internet data speed of just 10 kb/second.

Hash Rates:

BH Miner Hash Rates: Bitcoin: 360 TH/s, Litecoin: 60 GH/s, Ethereum: 15 GH/s, and Monero: 3 MH/s
BH Miners Box Hash Rates: Bitcoin: 2160 TH/s, Litecoin: 360 GH/s, Ethereum: 90 GH/s, and Monero: 18 MH/s

Profit (BH Miners Box):

Bitcoin: $7951.95 profit per month
Litecoin: $18.64k profit per month
Ethereum: $25.78k profit per month
Monero: $33.06k profit per month

The monthly power cost for BH Miners Box is even less than $300. Unlike any other product available in the market, depending on the coin mined, BH Miner Box makes it possible to break even and start making profits in about a month. BitHull S.A has recently made crypto mining even more profitable for its customers by waiving off the custom as well as shipping fees.

For more details, please visit https://www.bithull.com/

About BitHull S.A

BitHull S.A is a technology company dedicated to developing next-generation hardware for cryptocurrency mining. The company is run by a team of experts with a track record of delivering world-class tech components such as FPGA chips to numerous industry heavyweights.

To view the source version of this press release, please visit https://www.newsfilecorp.com/release/55042

Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58805/

Novotech COVID-19 Clinical Trial Clients Benefit from New Asia-Pacific Fast-Track Review Processes

SYDNEY, Apr 28, 2020 - (ACN Newswire) - Asia-Pacific's largest specialist biotech CRO Novotech said many countries in the region were now fast-tracking their COVID-19 clients' clinical trials with expedited review processes for treatment and vaccine candidates.




A Novotech Client COVID-19 trial was just approved in under 9 days in South Korea.

The South Korean Ministry of Food and Drug Safety (MFDS) has announced "GO-expedite" program where they are expediting the review process for COVID-19 treatment and vaccine trials with specific timelines.

Other countries are also fast-tracking COVID-19 trial reviews including:
-- India: review/approval in 10 working days
-- Thailand: review/approval in 15 working days
-- Malaysia: review/approval in 20 working days

Novotech Executive Director, Asia Operations, Dr. Yooni Kim said she was pleased to see such a rapid response in the region to support vital research.

"We are seeing an increase in demand from biotechnology sponsors for studies in the Asia-Pacific region because of the speed and quality available here. This expedited review process will further support the race for COVID-19 treatments."

For the latest updates on the Asia-Pacific clinical trial landscape see our Data Bulletins (updated weekly).
View and download COVID-19 Data Bulletins here: https://novotech-cro.com/covid-19-notice

About Novotech - https://novotech-cro.com

Novotech is internationally recognized as the leading regional full-service contract research organization (CRO) in Asia-Pacific. Novotech has been instrumental in the success of over a thousand Phase I - IV clinical trials for biotechnology companies. Novotech was established in 1996, with offices in 11 locations across the region, and site partnerships with major health institutions.

Novotech provides clinical development services across all clinical trial phases and therapeutic areas including: feasibility assessments; ethics committee and regulatory submissions, data management, statistical analysis, medical monitoring, safety services, central lab services, report write-up to ICH requirements, project and vendor management.

Novotech obtained the ISO 27001 certification which is the best-known standard in the ISO family providing requirements for an Information Security Management System. Together with the ISO 9001 Quality Management system, Novotech aims at the highest IT security and quality standards for patients and biotechnology companies.

For RFP enquiries: Please fill out the form available at https://novotech-cro.com/talk-to-an-expert

Media contact:
David James
communications@novotech-cro.com
AU: +61 2 8218 2144
USA: +1 415 951 3228
Asia: +65 3159 3427


Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58797/

China Leon Recorded a Significant Increase in Net Profit of RMB396.5 million

HONG KONG, Apr 28, 2020 - (ACN Newswire) - China Leon Inspection Holding Limited ("China Leon" or the "Company" together with its subsidiaries, the "Group", stock code: 1586), announced its annual results for the year ended 31 December 2019 (the "Year").

During the Year, the Group recorded revenue of RMB396.5 million, representing an increase of 69.6% when compared with the corresponding period of last year, which was mainly attributable to the Group's successful development in the field of commodities and energy inspection. The Group's gross profit increased by 51.5% from RMB122.9 million in 2018 to RMB186.2 million in 2019. The Group's profit for the year increased by 486.8% from approximately RMB4.9 million in 2018 to approximately RMB28.8 million in 2019. The Board has proposed a final dividend of RMB0.0375 per share for the year ended 31 December 2019 to shareholders as a reward for their support.

Continued to improve service network, grew customer base and enhanced competitive advantages
The Group has 20 inspection agencies and laboratories within China, covering major domestic trading ports and cities, including Hong Kong, Qinhuangdao, Tangshan, Tianjin, Cangzhou, Nanjing, Jiangyin, Hunan, Hubei, Guangzhou, Zhuhai, Xinjiang, Shaanxi, Inner Mongolia, Dalian, Zhoushan, Xiamen, Nanjing and Dongguan. Overseas, the Group has 8 inspection agencies and laboratories, covering Singapore, India, Malaysia, Indonesia, Pakistan, Brunei and Australia. The key customers of the Group include CHN Energy, Shaanxi Coal Group, China Coal Group, Yitai Group, Datang Group, China Resources Group, CNPC, SINOPEC, CNOOC, ChemChina, SinoChem, Shell, BP, Exxon - Mobil, Chevron, Total, Saudi Aramco, ENOC and Rosneft, etc.

Continued to strengthen core competence through technological improvement and R&D
The Group continued to attract new talents through incubator framework and M&A. The Group actively participated in the formulation of national and industry standards. During the Year, the Group participated in creation of four national standards. The Group also crystallized 39 corporate standards. The Group successfully deployed the in-house developed 'Leon LIMS' laboratory system and industrial robot sampling system which significantly improved the efficiency and consistency of sampling process. The Group will continue to build competitive advantage through increasing effort in R&D and developing industry-leading technologies.

Mr. YANG Rongbing, Executive Director and Vice Chairman of China Leon Inspection Holding Limited, said "In 2020, our growth strategy is based on further strengthening existing business as well as continuing to expand into new service offerings. We will increase our competitive advantage through better allocation of enterprise's resources to improve cost control and performance measurement as well as enhancement of our enterprise-wide business platform. We will continue maintain our leading position and market share in its established markets while further promoting our "Leon" brand, and improving our management and control systems to deliver a better return to our shareholders."



Copyright 2020 ACN Newswire. All rights reserved. www.acnnewswire.com

source http://www.acnnewswire.com/press-release/english/58793/